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5 Keys (Best Practices) To Building A Great Project Team
Joe Kolinger of Officework Software highlights that 97% of projects fail due to people problems rather than technical issues, emphasizing the importance of team selection, clear roles, and effective communication. Key factors for project success include defining the project scope, ensuring commitment from capable team members, and addressing character flaws that impact productivity. Additionally, he notes the significant financial losses due to employee disengagement and mental health issues within organizations.
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5 Keys (Best Practices) To Building A Great Project Team
- 1. Presented by Joe Kolinger Kolinger Consulting A division of OfficeWork Software
- 2. 25+ years technicaland management positions in large corporations. AKA “Mr. Project Management” at SBC Communications. Managed, trained and coached hundreds of managers. Founded OfficeWork Software in 2005. Specializing in training for project and team excellence Or … rescuing off-track projects!
- 3. Current studies indicatethat 97% of all projects fail to meet their time, budget, and delivery goals. It’s not for technical reasons that most of these projects are failing, but rather because of people problems. Knowing the high rate of failure it’s a wonder anyone knowing this has the guts to start any project! The right team is critical.
- 4.
- 5. Unclear, ‘squishy’ understandingof roles and responsibilities Casual indifference to the project’s success Chronic interruptions to progress from the sponsor, other projects and operational work Lack of communication tools that help members easily identify and contact the right people to resolve problems
- 6. Right project Right process Right people Right engagement Right communication
- 7. Properly define theproject What does ‘done’ look like? In writing Signed off by sponsor and all stakeholders
- 8.
- 9. Process ensures adiscipline for repeatable success. Determine what, then how Determine what, then who Make assignments based capability
- 10. Stages of Team Development PMI Process Process is Only One Factor
- 11. If you wantto have a great team pay very careful attention to your selection process ??
- 12. Key Roles Thefollowing must be present: Team members Coach / Leader Sponsor / Owner Customer / User Governance / Policy
- 13. Select individuals thathave: Passion for the job Quality Character Proven Capability Commissioned for the job
- 14.
- 15. The Association ofCertified Fraud Examiners in Austin, Tex., says its members estimate that American companies lose 6 percent of their revenue to fraud , with the impact by one measure reaching hundreds of billions of dollars a year. NY Times, 5-6-04 More than 16 percent of Americans — as many as 35 million people — suffer from depression . . . Depression costs employers $44 billion a year in lost productive time, according to a second survey reported in the same issue of the journal. That figure is $31 billion more than the amount lost because of illnesses in people who do not have depression. NY Times, 6/18/03 A Gallup poll revealed that only 26% of U.S. employees are fully engaged at any time. On the other end of the spectrum, 19% of employees are actively disengaged -- meaning that they intentionally act in ways that negatively impact their organizations. The annual cost nationwide to employ this actively disengaged group exceeds $300 billion.- - FastCompany 4/8/04 A two-year study by Seattle psychologist Brian DesRoches found that such dramas routinely waste 20% to 50% of workers‘ time . Business Week 5/10/04 Character Issues Significantly Impact the Team Character flaws Depression Disengaged workers Embezzlement “ Emotional inefficiency”
- 16. Character flaws Lying Dysfunctional managers Narcissism – WIFM people Psychopaths People who abuse people and organizations – people and organizations are simply tools to advance their own personal agenda. Extremely self-centered people whose focus is frequently – money or ‘what’s in it for me?’(WIFM) . . . fully 90% of the managers we observed wasted their time and frittered away their productivity, despite having well-defined projects , goals, and the knowledge necessary to get their jobs done. HBR 3/04 . . . a recent survey of 40,000 Americans, 93% admitted to lying "regularly and habitually in the workplace.“ FastCompany, Issue 10 August/September 1997, Page 50
- 17. When assigning individualsremember: Commitments are more likely to be delivered if: Made voluntarily It’s your commitment Made according to capability (critical) Watch out for over allocation It’s a quiet way of saying “no”
- 18. Overloaded Resources Detectoverloaded resources using TurboProject Overloaded resources are an early warning to missed milestones.
- 19. Reporting Relationships Ensurethe organizational structure is known and communicated. Communication and problem resolution are much more efficient when everyone knows the paths of escalation.
- 20. Role Assignment 1.Assign primary and secondary roles 2. Publish the project organization chart so everyone understands.
- 21. Publish the projectteam chart to the web where everyone can see it. http://www.officeworksoftware.com/programs/flash4/Index.html
- 22.
- 23. OfficeWork Software toolsenable organizations of all sizes to perfect three critical areas of their business to achieve results: Project management People management Process management For additional information of upcoming webinars or to request a topic, send an email to [email_address]
Editor's Notes
- #3 My company spent over $5 million on my education. I was trained by the best people in the business. My background includes computer operations, programming, managing projects, corporate process improvement, measurement, quality assurance, methodology development, consulting, and sales. My specialty is guiding teams and coaching project managers to be the best. At the largest utility in California I was known as ‘ Mr. Project Management ’. I mention this because these experiences shaped my views on PM. I’ve seen fortunes spent on IT projects: Large, medium, and small. I’ve seen lots of money spent; I’ve spent other people’s money, and I have the distinction of having spent my own on software projects. (TurboProject, FormTool, and OrgChart Professional). So my experience is very real and varied. I am an American, but had the privilege of growing up in England and Switzerland. My wife is half-Japanese. My company’s software development teams are in India and Russia. So I have had a lot of exposure to other cultures, their values, preferences, communication styles, and work habits. Most of what I have to say transcends culture. Project Management is often referred to as the ‘accidental profession.’ Nobody goes to school (as far as I know) and says, ‘When I grow up I’m going to be a project manager.” No. Interestingly the profession attracts some of the best talent and pays some of the best salaries, but it is an accidental profession. Me? Dropped out of a college pre-med major, moved 10,000 miles from home to join a rock and roll band, went back to college, became a psychologist, went into software development, sat next to a boss who managed projects, got roped into managing projects, helped other projects get unstuck and complete their projects… And I was just minding my own business! The management guru, Peter Drucker puts it like this: Planning doesn’t work. You can prepare yourself, learn what you ought to know, and expand your experience and professionalism, but ultimately, he said, “opportunity comes in over the transom”. In this presentation I believe there are fundamentals that will help you be prepared for exploiting the opportunities that come ‘accidentally.’. The soul of a Project Manager: I believe there is something that must be apprehended deeply in a the project manager if they are going to fill the job properly. There is a passion and calling that this job requires to do it well. Ability and knowledge – as important as they are - are not enough. A PM looks at things differently. They get a hold of the big picture and have a knack of guiding a team to a useful conclusion. They focus and process everything in a different way. Some of the points in this presentation give an indication as to what this mentality includes. So I tend to communicate using academic research, real work success and failure (which gives great learning opportunity), human foibles, cartoons, and funny sayings. My personal tendency is to swing like a pendulum, going from the intense, super-serious and sublime before swinging to the ridiculous. But the points made in this presentation are very serious and very powerful. There are already scores of great books on PM. I wish I had written some of them. But, I guess if I had my way, I would write a cartoon book about this topic. Companies FORGET their greatest asset. As IF people mattered. The Secrets to Successful Strategy Execution Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.
- #4 My company spent over $5 million on my education. I was trained by the best people in the business. My background includes computer operations, programming, managing projects, corporate process improvement, measurement, quality assurance, methodology development, consulting, and sales. My specialty is guiding teams and coaching project managers to be the best. At the largest utility in California I was known as ‘ Mr. Project Management ’. I mention this because these experiences shaped my views on PM. I’ve seen fortunes spent on IT projects: Large, medium, and small. I’ve seen lots of money spent; I’ve spent other people’s money, and I have the distinction of having spent my own on software projects. (TurboProject, FormTool, and OrgChart Professional). So my experience is very real and varied. I am an American, but had the privilege of growing up in England and Switzerland. My wife is half-Japanese. My company’s software development teams are in India and Russia. So I have had a lot of exposure to other cultures, their values, preferences, communication styles, and work habits. Most of what I have to say transcends culture. Project Management is often referred to as the ‘accidental profession.’ Nobody goes to school (as far as I know) and says, ‘When I grow up I’m going to be a project manager.” No. Interestingly the profession attracts some of the best talent and pays some of the best salaries, but it is an accidental profession. Me? Dropped out of a college pre-med major, moved 10,000 miles from home to join a rock and roll band, went back to college, became a psychologist, went into software development, sat next to a boss who managed projects, got roped into managing projects, helped other projects get unstuck and complete their projects… And I was just minding my own business! The management guru, Peter Drucker puts it like this: Planning doesn’t work. You can prepare yourself, learn what you ought to know, and expand your experience and professionalism, but ultimately, he said, “opportunity comes in over the transom”. In this presentation I believe there are fundamentals that will help you be prepared for exploiting the opportunities that come ‘accidentally.’. The soul of a Project Manager: I believe there is something that must be apprehended deeply in a the project manager if they are going to fill the job properly. There is a passion and calling that this job requires to do it well. Ability and knowledge – as important as they are - are not enough. A PM looks at things differently. They get a hold of the big picture and have a knack of guiding a team to a useful conclusion. They focus and process everything in a different way. Some of the points in this presentation give an indication as to what this mentality includes. So I tend to communicate using academic research, real work success and failure (which gives great learning opportunity), human foibles, cartoons, and funny sayings. My personal tendency is to swing like a pendulum, going from the intense, super-serious and sublime before swinging to the ridiculous. But the points made in this presentation are very serious and very powerful. There are already scores of great books on PM. I wish I had written some of them. But, I guess if I had my way, I would write a cartoon book about this topic. Companies FORGET their greatest asset. As IF people mattered. The Secrets to Successful Strategy Execution Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.
- #5 Ownership: They ‘buy into’ or own the plan and dates because they were part of the commitment process – and the commitments reflect their capability. Qualified People: They are fit for the positions they occupy so interdependence of team members and the mission are not frustrated. Role Clarity: Roles and responsibilities are understood and agreed to Everyone participates in the project; there are no ‘dark spots’. Solution-Oriented: Brain storming rather than ‘blame storming’. There is an emphasis on solving problems rather than figuring out where to lay the blame. Communication is effective in that the necessary conversations can be held in time to deal with issue resolution. Team Players: Plays well with others. There is a healthy interdependence and good will toward one another. Team members support and trust each other. Conflict Resolution: There is tolerance for conflict, and conflicts are openly and honestly discussed.